By: Kriss Barlow, RN, MBA | kbarlow@barlowmccarthy.com

If a change is important to the organization’s strategic success, then everyone has a part to play. 

Have you ever met a person that digs in their heels when asked to change? I have. To the core of their being, they are committed to validating their current approach is best. Sometimes, it is an “in your face” type of resistance. At other times, it’s more passive but no less intentional. Assuming the logic and data is on the side of a needed change, what’s the best way forward – for all parties? For me, there is a need to understand what is behind the reticence to change, and yet the process needs to move forward.

Change is important and must be ongoing for the growth of our programs and for our organizations. On the clinical side, we use research and best practice to evolve our care giving and decision making. Likewise, on the business and physician relations side, we use trends, data, and strategic tools to better achieve what the organization needs. It’s not that the current way is bad, it’s just that expectations evolve, and we must adapt.

Why is it so hard?

Fear of change is alive and well. Personal vulnerability is at the top of the list according to the experts. Maybe you have read, Daring Greatly, where author Brené Brown describes vulnerability as “uncertainty, risk, and emotional exposure.” It’s that unstable feeling we get when we step out of our comfort zone or do something that forces us to loosen control. She describes the importance of small steps to get more comfortable with the feelings.

Individuals need to explore their response to change. Perhaps the first question is, “Is it my decision to make?” If change is inevitable, “Can I use my influence to make the process more palatable?” So often I see team members squander their ability to influence the process because they draw a line in the sand- and it was not their line to draw.

Leaders can help the process.

Assuming the change needs to occur, there are elements that are helpful for the team. Both parties have a role in making the change more palatable for the team members.

• Confidence in the direction: No blind faith requests in this environment! If physician relations teams are being asked to change their model; targeting, outcomes or approach, there must be solid rationale for the decision. It often comes at times when the C-suite leaders are asking for more measurable impact. I also see the impetus for change when there are new leadership teams. Field teams need to understand the logic and thought process behind the requested change. It is also fair to ask what the change will mean for everyday implementation.
• Steps in the change process: Evolving models, like a shift from pure relationships to a measured, strategic growth model will not happen overnight. It is important for leaders to lay out the steps, timeline and how they will be supported and measured at each juncture. Training for success will be a very important point of discussion. For leaders, setting a realistic transition time of 3 months (up to 6 months) is reasonable.

At each step, there should be clear goals and expectations in the change plan. Reward and recognition will be important for some field staff, others may want to gain a new level of expertise. Take care of the field team in the process. Leaders will do well to draw closure to each successful step in the journey.

• Appeal to the grown-up brain: When there is an undercurrent created by a member of the team, it’s easy for all of us to engage in ways that are unbecoming! Work hard to take the high road. Use one-to-one conversations if the group environment becomes prickly. Hurt feelings are hard to overcome in a growth team so work with the best tools of logic, facts, and timelines. Then use personal connectivity to ease the tension.
• Keep it positive: Find new ways to share the message and call out the positive results. Stay positive in your team interactions- it’s that right balance of optimism grounded in reality and being open to the expectations from above and from your team.

I have never met a physician relations rep who did not want to be successful. And no leader wants their team to fail. If a change is important to the organization’s strategic success, then everyone has a part to play. The organization provides the strategic direction. Good employees owe it to the leadership to follow their path. We each have responsibility for our own work attitude.

Is change in your program’s future? Please reach out and let’s talk about your needs. You can reach me at kbarlow@barlowmccarthy.com.